How can I get Business Ecosystems onto the radar of the C-level of organizations has been a real struggle recently? Is this my messaging or this need simply is getting caught up with so many other, perhaps more pressing issues What I am clear about getting business ecosystems onto the radar of C-level executives requires … Read more
Combining the Power of Dynamic Ecosystems with the Industrial Metaverse
Lets have a A-Ha! Moment about the importance of Dynamic Ecosystems for the Industrial Metaverse?
Recently I have been writing about how Dynamic Ecosystems are the essential missing piece to unlocking the Industrial Metaverse. The series of five posts can be viewed over on my posting site are sequential Start here perhaps.
Diving in for some opening observations and views
What Is a Dynamic Ecosystem applied here?
A Dynamic Ecosystem is a continuously evolving network of diverse participants—companies, technologies, data sources, and people—that interact in real time to co-create value. It’s not static; it’s built for motion, adaptation, and collective intelligence.
Recognizing the Innovator’s Dilemma with Ecosystems
What would force us to change or radically adjust our existing business trajectory? Can we afford to take another period of uncertainty, what are the risks? Does it make sense to alter our existing Business Models?
At some time it is absolutely right for the C-level to ask! It cuts to the core of the Innovator’s Dilemma applied to organizational transformation.
A terrific book, an Innovation foundational one, was “The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail,” first published in 1997. It is most probably the best-known work of the Harvard professor and businessman Clayton Christensen. It describes how large incumbent companies lose market share by listening to their customers and providing what appears to be the highest-value products, but new companies that serve low-value customers with poorly developed technology can improve that technology incrementally until it is good enough to quickly take market share from established business (source Wikipedia). Today’ it is so different, anyone can take market share through applying technology thoughtfully.
This concept today faces far more “dilemmas” that can be more widely applied as the “disruptor” has even more “disrupting tools” at their disposal as they search and connect all the “dots” of opportunity that those incumbents will struggle to adopt though legacy or speed of market reaction. “Higher value” needs to be replaced with “Greatest Connecting Value”.
Recognizing the value of Connected Business Ecosystems.
The Compelling Case for Business Ecosystemsto Navigate in the New World of Realities
“We are operating in a fundamentally different world – no longer linear and predictable, but a dynamic, networked, and rapidly evolving landscape.” Our traditional, hierarchical structures, designed for stability and control, are increasingly becoming strategic liabilities, making us slow to adapt, vulnerable to disruption, and limited in our ability to innovate.
This new reality is not just a trend; it’s a profound shift that creates urgent triggers for change: unprecedented technological disruption, rapidly shifting customer expectations, complex industry-wide challenges, and intense competitive pressures.
The most fundamental “meta-trigger” for the rise of business ecosystems is the shifts taking place from a linear, predictable, hierarchically controlled world to ones that reguires a dynamic, networked, adaptive, and often unpredictable reaction, requiring a different managment thinking. Business Ecosystem design and thinking provide the very bedrock upon which the necessity of ecosystem strategies rests. It is the fundamental context that makes ecosystem adoption an existential imperative for many organizations.
Business ecosystems are not merely a business model; they are the strategic imperative and the necessary organizational evolution to thrive in this new connected world.
Dynamic Ecosystems are at the heart of Business Ecosystems
So what is the crucial role of Dynamic Ecosystems? We shouldn’t understate or misunderstand their importance. Let me summarize and emphasize the significance of Dynamic Ecosystems in this post.
By placing the emphasize in Dynamic Ecosystems and by properly integrating the concept within an integrated interconnected Ecosystem, we can create a more accurate and useful representation of how modern business environments actually function. It is flowing and enabling part of Ecosystems.
This offers a detailed exploration to the vital part of Dynamic Ecosystems play in Ecosystem Management that will help organizations have a better understanding to leverage the complex, interconnected, and rapidly changing nature of their business landscapes.
Needing Strong Business Ecosystems by building them future-proof
Globally, leaders face immense pressure to innovate, protect and grow their business while navigating complex market shifts. I specialize in designing and implementing robust innovation ecosystems that empower organizations to accelerate their market transition and secure long-term, profitable growth.
Are you looking to future-proof your business in a rapidly evolving landscape?
My research has explored the world of Business Ecosystems, and I recently ran a check on the specific parts or themes I have explored and written about.
I focus on ecosystems from a business or society perspective. Specifically, I approach Ecosystems from the innovation, dynamic or business angle. I am amazed at what I have gathered, in knowledge, insights and researching consistently that builds out practical and applicable advice, to those implementing or simply understanding the dynamics needed for Ecosystem design and thinking.
The Connected Need for Business Ecosystems in Mid Sized Firms
We are in times of (big) change in our businesses and their future approaches
By embracing the call to “be bold enough to build differently,” mid-sized businesses can transform economic challenges into strategic opportunities through thoughtful ecosystem development.
Mid-sized businesses face unprecedented challenges in today’s economic landscape. Tariffs threaten global trade relationships, market disruptions are becoming more frequent, and traditional linear business models are proving insufficient for sustained growth. This guide presents business ecosystem development as a strategic approach for mid-sized firms to enhance resilience, drive innovation, and create new growth opportunities—particularly during difficult economic conditions.
Context and Challenge: Mid-sized businesses face difficult decisions in a world of disruption where traditional business models are becoming obsolete. This argues that business ecosystem thinking could enable a different wave of growth for these companies.
Building a new Interconnected Business Ecosystem Design
I have recently been reworking my views on Business Ecosystems in their thinking and design. They are recognizing a fundamental shift in how we approach problem-solving and value creation. We need to continue to urge businesses to move away from often isolated, linear models towards this thinking and design, forming around being interconnected, based on dynamic systems.
It is moving towards a collaborative, interconnected design that makes for a radically different mindset where complex relationships, where value co-creation and balancing both short-term and long-term become central for sustainability and protecting a viable future.
We do need to recognize Business is on a Burning Platform: Why Traditional Approaches Are Failing
Building Ecosystem Business Models for Mid-Sized Firms are so often under-looked in much of the literature we are referred too. We get caught in the bigger players, often provided by the large consultant companies, for our references- such as Alibaba, Salesforce, Amazon, Apple, Siemens, etc,.
How can Mid-sized Business Organizations set about to build out an Ecosystem Business Model using third party providers for platforms, communication technology, data analysis and use of Gen AI?
Are these as expensive as initially feared, can they work as effectively as those provided for the bigger players offering Ecosystem solutions? You need to build out a projection of possible budgets for costs in the first year and then annual ongoing ones. Ecosystem building often runs into sometimes hundred of millions of dollars but taking a really small step I (really) hesitate here, but $2.0m to $3.0m for the first year to eighteen months provides you your dedicated Ecosystem, and yearly $1m, including team costs BUT it so depends. It is where you take this, in recognizing its value, diversity to your business and worth, determines where you take this out.
So please take these numbers as only a starters point to get your levels of interest up or otherwise I recommend you don’t bother to read the rest of the post! Scaling, then the numbers rise fast but so can the accelerated returns!
This is only a brief guidance to get you to relate and see if the “ecosystem juices” are flowing. It is not comprehensive but it does go into a starting point of a Mid-sized firms starting point to Business Ecosystems. Even if I hear some readers mutter these numbers are crazily low you have a initial framework to build up into a project
I want to here address a number of questions any organization contemplating this building a ecosystem would need to go through. There are a good few more but lets limit this to a level where they can be absorbed and then I suggest to go further then come and ask me.
I do, it seems, work a lot on integrating systems. So much of this work is specifically focused on advancing innovation in processes, design, and flows through applying Ecosystem thinking and design. So much of what we discover seems to always fall between gaps in how we organize this into a cohesive whole getting to a commercial conclusion.
There are many reasons, for example, it could be in the handover from one person to another or team to team, it could be the ignoring of aspects that seemed unimportant earlier on, ignored as a concept progresses and completely forgotten at the final stages, yet this insight or nugget of information held the key to unlocking a discovery moment. We seem bad at integrating our thinking or processes, hence my constant “quest” to find ways to bring things together for integrated thinking and designs.
This is why I focus on Ecosystems in thinking and design. The other day I picked up on something in my research I felt was important within Business Ecosystems thinking. It took a while to put this into the understanding that “really” seems to talk to me and I hope you
